Energy Leadership Index 360 Sample Report

Transcription

1 Energy Leadership Index 360 Sample Report ipec (Institute for Professional Excellence in Coaching) Scale: (1=very poor; 2=below average; 3=average; 4=above average; 5=excellent) Rate the Leader s Ability to: Adapt to change Team Member, 3.5 Partners, 4.0 Other, 4.0 Digest new information quickly, and adjust course appropriately Partners, 4.5 Other, 4.0 Support the development of others Give meaningful feedback that supports others' performance and growth Provide and clearly explain direction Partners, 4.3 Communicate the purpose behind any goal or strategy Partners, 4.4

2 Scale: (1=very poor; 2=below average; 3=average; 4=above average; 5=excellent) Rate the Leader s Ability to Facilitate effective meetings Partners, 4.2 Effectively handle conflict Address challenges openly and directly Partners, 4.0 Make effective decisions Partners, 4.2 Control negative and inappropriate emotional outbursts Partners, 4.3 Recognize and effectively respond to the stress levels and emotions of those around you Partners, 4.0 Boost the energy of others around you Team Member, 3.5 Partners, 3.3 Other, 3.8

3 Scale: (1=very poor; 2=below average; 3=average; 4=above average; 5=excellent) Rate the Leader s Ability to Remain calm/composed when faced with challenging situations Partners, 4.7 Contribute to your company being a great place to work Partners, 3.7 Make others feel as it they have your full attention when you are communicating with them Partners, 4.5 Make others feel that they are valued and that they matter Partners, 3.5 Deliver difficult news Team Member, 3.3 Partners, 3.5 Encourage others -- through words, actions, and follow through -- to speak about their ideas, concerns, feelings Partners, 3.5

4 Your Ability to: (1=very poor; 2=below average; 3=average; 4=above average; 5=excellent) Recognize others' strengths and gifts Motivate and inspire others Partners, 3.4 Plan and develop accountability systems (as opposed to working in a constant crisis or reactionary mode) Listen deeply and respond in a way that demonstrates you've understood the meaning and significance of what they've shared with you Partners, 4.5 Lead and present yourself authentically Partners, 4.5 Focus on the top priorities of the team and your position Partners, 4.2

5 The extent to which you appear to: (1=never; 2=rarely; 3=sometimes; 4=usually; 5=always) Allow others to solve challenges, as opposed to jumping into fix-it mode to do it yourself Team Member, 4.5 Partners, 3.5 Be aware of your effect on other people Partners, 3.4 Be confident in your own abilities Partners, 4.6 Trust those around you Team Member, 4.5 Partners, 4.2 Be aligned with company and team values Team Member, 4.8 Partners, 4.6 Be approachable and easy to speak with Team Member, 4.8 Partners, 4.4 Other, 5.0

6 (1=never; 2=rarely; 3=sometimes; 4=usually; 5=always) Be engaged and committed to whatever you do Partners, 4.6 Be enthusiastic about your role and job responsibilities See opportunities, not problems Partners, 4.0 Be open to consider and respond to others' feedback and ideas Have a "we," instead of "me," attitude Partners, 4.0

7 RECOMMENDED DEBRIEF STRATEGY The ELI 360 assessment allows you to collect data from 24 raters across any number of categories or roles like Peer, Boss, Family, Client, Partner (as in law firm or accounting firm). When there are three or less raters in a category, they may be combined into one due to a need for anonymity into an Other category as indicated below. 36 Leadership Competencies represent a tremendous amount of data for your client to absorb and comprehend in one sitting. We recommend chunking the information into clusters of The top 3 best scores where all others rated the leader better than the leader did Bottom 3 less than best scores where all others rated the leader not as highly as the leader did The follow these steps 1. Create a new document where you cut and paste competencies from the report provided by ipec in increments of 3 like this: Start with the top 3 where all or most of the raters provided feedback better than the individual s self-assessment. 2. Ask your client what they think and feel (both) about each of them. Listen for gremlins and make sure they celebrate the good news! This takes about minutes. 3. Set a time for reviewing additional competencies. 4. Create another cut and paste document of 3 more competencies where all or most of the raters provided feedback not as high as the individual s self-assessment. 5. Ask your client what they think and feel (both) about each of them. Listen for gremlins and make sure they celebrate the good news! This takes about minutes. Set a time for reviewing additional competencies Victor Bullara and Page 7

8 6. Make a judgment call as to which competencies are the top 3-4 (no more) that require development plans. That is, where most or all of the raters provided feedback significantly lower (½ to 1 point) than your client s self-assessment. 7. Present to the client one at a time and discuss possible development options. Co-create a written plan with the client responding to: a. Action Steps I Will Take to Meet My Development Goals b. What barriers might hinder me in pursuing my development goals? How can I overcome these barriers? c. Strategies for leveraging strengths: I have great strengths upon which to draw. Which of my strengths can I leverage to help me achieve my development goals? d. Help client create an Accountability Plan (or use the sample Development Plan that follows) to consider: When will I begin taking action to meet my goals? When do I expect to see significant progress? (Milestone commitments) How will I evaluate my progress? How will I update my development strategy and learning plan? When will I review my plan with those who helped me create it? How will I leverage what I learn? Sample Development Plan What: My Personal Development Goals Ask yourself: What can I do differently/better that would make the greatest positive impact in my work? What development priorities will give me the greatest leverage in improving my individual leadership and management competencies or my organization s performance? Goal Victor Bullara and Page 8

9 Goal 2 Goal 3 How: Action Steps I Will Take to Meet My Development Goals Identify what you need to stop doing, start doing and keep doing on the job. These short-term actions will contribute directly to your long-term goals. 1. Plan your actions. Implement something every day. What situations, people or events signal that right now is the time to put new behaviors into action? What new behavior will I try? Where will I push my comfort zone? Every time I see the following situations: I will take the following action: Victor Bullara and Page9

10 How: Action Steps I Will Take to Meet My Development Goals 2. Anticipate obstacles. WATCH OUT: What barriers can I identify which might hinder me in pursuing my development goals? How can I overcome these barriers? Obstacle/Barrier Solution Leverage strengths. HINT: I have great strengths upon which to draw. Which of my strengths can I leverage to help me achieve my development goals? Strength How will it help me achieve my goals? Victor Bullara and Page 10

11 2. 3.